Critical success factors for Lean Six SiGma programmes: A view from middle management

Manville, Graham, Greatbanks, Richard, Krishnasamy, Radica and Parker, David W. (2012) Critical success factors for Lean Six SiGma programmes: A view from middle management. International Journal of Quality and Reliability Management, 29 1: 7-20. doi:10.1108/02656711211190846


Author Manville, Graham
Greatbanks, Richard
Krishnasamy, Radica
Parker, David W.
Title Critical success factors for Lean Six SiGma programmes: A view from middle management
Journal name International Journal of Quality and Reliability Management   Check publisher's open access policy
ISSN 0265-671X
1758-6682
Publication date 2012-01
Sub-type Article (original research)
DOI 10.1108/02656711211190846
Volume 29
Issue 1
Start page 7
End page 20
Total pages 14
Place of publication W Yorks, United Kingdom
Publisher Emerald Group Publishing
Collection year 2013
Language eng
Formatted abstract
Purpose:
Many organisations are operating in a dynamic competitive environment and experiencing increasing competition. As a result organisations in the service sector are continually seeking opportunities to remove waste and improve performance. Six sigma has been embraced by the service sector and is receiving increasing attention within both academe and practice. The purpose of this paper is to evaluate lean six sigma from a middle managers' perspective.

Design/methodology/approach:
A mixed method approach was adopted involving a structured survey to 200 managers and semi-structured interviews with two of the management team.

Findings:
The paper highlights the importance of developing learning capabilities in the middle management team and the empowering of them. A greater role should be given to middle management in performance improvement and strategy formulation.

Research limitations/implications:
The research findings only apply to one case so it is difficult to make assumptions across different sectors. More research is required with regard to change management in lean six sigma implementations.

Originality/value:
This paper shows that developing dynamic capabilities in middle management along with a learning culture will facilitate participation in strategy formulation.
Keyword Corporate strategy
Critical success factors
Dynamic capabilities
Lean production
Lean Six Sigma
Learning
Middle management
Performance improvement
Six Sigma
Q-Index Code C1
Q-Index Status Confirmed Code
Institutional Status UQ

Document type: Journal Article
Sub-type: Article (original research)
Collections: Official 2013 Collection
UQ Business School Publications
 
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Created: Thu, 22 Dec 2011, 11:44:01 EST by Karen Morgan on behalf of UQ Business School